ESTATES & FACILITIES EXECUTIVE CANDIDATE INFORMATION PACK
INTRODUCTION
Bordering the Thames in Fulham and set in 42 acres of magnificent grounds, The Hurlingham Club is a green oasis of tradition and internation- al renown. Recognised throughout the world as one of Britain’s greatest private members’ clubs, it retains its quintessentially English traditions and heritage, while providing modern facilities and services for its members. The Club continually looks at ways in which it can improve, for both current and future generations, the first-class social and sporting facilities within an elegant and congenial ambience. Our Vision To maintain and enhance the excellence of the Club in providing members, their families and guests with first class social and sporting facilities in an elegant and congenial environment both for today and for tomorrow.
Our Values Excellence, Responsibility and Courtesy.
THE HISTORY OF THE ESTATE
In 1869, The Hurlingham Club was formed ‘as an agreeable country resort’ with pigeon shooting matches at the heart of proceedings. The introduction of polo in 1874 then saw the Club become, and remain until the Second World War, the headquarters of Polo for the British Empire and the scene of major competitions. The estate was extended during the polo era with the acquisition of the Mulgrave House property (comprising the lake and the area to the north and west of the lake) in 1879 and the Broom House property (the present cricket field and the lawns to the east of the Clubhouse) in 1912. In 1906 the Club embarked on a considerable scheme of improvements to the house and its precincts, for which Sir Edwin Lutyens was the architect. This was also the year that saw the end of pigeon shooting at Hurlingham. Tennis began in 1877 with a ‘lawn racquet ground’ and the first ‘All England’ (Wimbledon) tournament, and croquet was introduced to the Club in about 1900. 1933 saw the building of the outdoor swimming pool. Squash courts were constructed in 1934 and the bowls began a year later. The Club was then opened in the winter with the re-establishment of a nine-hole golf course. 1945 saw the end of polo at Hurlingham but tennis continued to flourish and the first of the annual ILTC (eve of Wimbledon) Receptions was held in 1946. The cricket field, formerly the pony exercise track, was opened in 1951. The Croquet Association had its headquarters here from 1959 to 2002 and top-ranking international competitions continue to be regularly held on the lawns.
A scheme of modernisation of the East Wing, carried out in 1949 to 1954, enabled the adaptation of these rooms to every kind of social or charitable occasion, whether Club or private. Development carried out between 1989 and 1992 included the rebuilding of the conservatory on the original site of Byfield’s 1798 conservatory; new bars in the west end of the Clubhouse and a modern fitness centre with a half-size Olympic indoor pool, gymnasium and other facilities. An initial phase of development within the grounds yard took place in 1999 and a new ladies dry change facility was also introduced. Work initiated in 1999 saw the completion in 2001 of a new gymnasium and maintenance area, together with a rebuilt and extended Harness Room kitchen and servery. 2002 introduced covered tennis courts and saw preparations for the reconstruction of the East Wing, with 2003 bearing the brunt of the work. The new events facilities, bowls and croquet locker rooms, and staff offices, within the newly developed East Wing, were unveiled in the spring of 2004. The younger members benefited in 2008 from an all-weather multi-use sports pitch and improvements in the surrounding playground, and a new main reception was also completed in the Clubhouse. The second phase of improvements for the grounds yard was also accomplished. Additional projects have included: a Gym extension, a new Racquet centre, an outdoor adventure playground, a padel tennis court and a sizeable revamp of the outdoor swimming pool.
JOB DESCRIPTION
Estates & Facilities Executive
Job Title:
CEO
Reporting To:
Executive
Grade:
1. Overall Purpose
(a) Management of the Club Estate including: • Grounds – all sports facilities, grounds and gardens • Maintenance – the maintenance of the Club buildings and grounds – both external and internal, short and long term (including plant maintenance and relevant equipment) • Club décor, furnishings and fixtures and fittings – to be responsible for the upkeep and maintenance of the internal Club areas and particularly the main Clubhouse and the East Wing • Cleaning – management of the function and related issues • Provision and control of utilities (electricity, gas, water, waste disposal) • To be the Health and Safety Officer • Coordinating and implementing the Club’s Sustainability and energy reduction programme
(b) Management of the following staff members: • Grounds Manager and staff • Head of Buildings and staff • Cleaning Manager and staff • H&S & Energy Manager
(d) Budgeting and control of departmental income and expenditure.
(e) Attendance at, and servicing as appropriate of, the following Committees and Working Groups: • Estates Principal Sub Committee • Gardens and Landscape Committee (“GLC”) • Heritage Fund • Interior Design Committee (“IDC”) • Health and Safety Committee
(c) To prepare and manage the Club’s annual, 5 and 10 year maintenance plans and budgets in conjunction with the Head of Buildings and the Chief Finance Officer. (d) To implement and maintain an effective energy management policy and control systems, in conjunction with the Head of Buildings and specialist consultants where required. Facilities (a) To manage the planning, budgeting, staffing and execution of the maintenance, upkeep, replacements and development of the building fabric, furnishings, fixtures and fittings, equipment and services relating to the Grade II* Listed Clubhouse and associated buildings, the sports facilities and the playground. Health & Safety (a) To be the Club’s Health and Safety Officer, maintaining the Club’s H&S policy and thereby ensuring that all managers fulfil their responsibilities for H&S in their own operational areas. (b) To maintain a register of incidents, actions taken, RIDDOR reporting and other relevant actions. Cleaning (a) To support the Cleaning Manager in the planning, budgeting, staffing and execution of the cleaning of the Club buildings. Sustainability (a) To develop and implement a sustainability strategy, including consideration of a net zero target; and proactively seek opportunities to reduce energy usage and carbon emissions. (b) To document and publicise to members the Club’s sustainability and CO2 reduction policies and initiatives. (c) To coordinate and implement cost effective recycling systems for all waste streams across the Club.
2. Specific Duties and Responsibilities
Grounds and Gardens (a) To support the Grounds Manager in the planning, budgeting, staffing and execution of the maintenance and development of all gardens and grounds. (b) To obtain competitive tenders and quotations and appoint contractors to carry out the renewal or reconstruction of facilities when approved by the Club’s annual expenditure programme.To ensure that the work and cost of these contractors is properly planned, supervised and tested by tender at the procurement stage. (c) To appoint and consult with specialist professionals as needed and to help with long term planning for grounds and landscape. Maintenance / Buildings (a) To support the Head of Buildings in the planning, budgeting, staffing and execution of the maintenance and development of the building fabric, fixtures, equipment and services relating to the Grade II* Listed Clubhouse and associated buildings, including:
i) Fitness Centre ii) Racquet Centre iii) Outdoor Pool iv) Gymnasium v) Tennis Pavilion
vi) Grounds Yard Area vii) Security Buildings viii) Roads, Pavements and Hard standings ix) Houses owned by the Club (b) To ensure the most cost effective balance is obtained between permanent staffing levels and the need to engage specialist contractors to achieve specific goals – for example maintenance of specialist plant and equipment.
Budgeting, Income and Expenditure (a) To prepare detailed annual revenue and capital expenditure budgets, working closely with the above Heads of Department and the Chief Finance Officer and to request a sufficient budget to allow for proper maintenance of the buildings and estate. Committees and Working Groups (a) To service and convene as appropriate all committees and working groups listed in the first section of this document, plus any other future relevant committees or groups. Duty Executive Duties All Executives should be familiar with the Duty Executive Guidance docu- ment which expands on, and adds to, the following basic points. (a) All Club Executives will undertake the role of Club Duty Executive on a rota basis. In this role, to be responsible for resolving immediate issues and for dealing with member complaints. (c) The Club Duty Executive is responsible for the smooth running of the whole Club during their duty.This includes management of all departments when the specific Executive is unavailable. (d) The Club Duty Executive will be ‘on call’ for 24 hours, from 6am until 6am the following day. During this time the Duty Executive must be on site or within a reasonable travelling distance from the Club (and contactable by telephone or mobile phone).
For a confidential and informal discussion, please contact The Hurlingham Club’s appointed recruitment partner Michael Hewlett at The Management Recruitment Group (MRG). APPLICATION PROCESS
Michael Hewlett 020 3962 9900 | M: 07972 579 938 michael.hewlett@mrgpeople.co.uk Closing date of Sunday 18th June 2023
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